In the context of the workplace, companies pay attention to the top performers and give them a multitude of perks to attract them to stay and perform even better. I often ask the leaders who say they need to spend 80 percent of their time with their top 20 percent performers -- why do this?

What makes the column still more revealing and sad is that, far from serving up an older but wiser man's humility, it recycles what Brooks has been saying quite often since even when he was younger and, one might have hoped, less cynical.

I felt very frustrated and depressed for much of my 20s because I believed I was not diving far enough into any line of work to develop expertise. Nothing seemed to captivate me for long with the kind of zest that I wanted to feel.

Some might see the notion of belief as a non-strategic, softer side of business. That couldn't be more wrong. Belief is the essential ingredient for winning. Look at these three common scenarios. See how belief made the difference.

We believe that the art of this nation can be the catalyst to begin a positive and expanding spiral for the people of Haiti. I believe in Haiti. I deeply admire its people and have great respect for its artists and intellectuals.

A value roadmap can provide a number of sustainable benefits inside the company that invests in the effort. The capabilities section of the value roadmap showcases the gaps between what the roadmap says is needed and what the company can actually provide.

Organizations are made up of flawed human beings -- and all of us struggle with effective communication. So what can you do to deal with a loss of volume control either in yourself or others? Let me suggest two simple steps.